Online course Engaging Leadership

Starts on February 1, 2025

Learn how to grow your business with the help of your team and get sustainable results in any conditions

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Duration

5 months

Format

Online

Bonus

10 personal coaching sessions with a certified specialist

The main goals of the course participants:

Maximize your leadership potential

and expand professional opportunities.

Create and develop teams of champions,

which people strive to get into.

Increase personal efficiency,

get out of the routine of constantly “putting out small fires” and free up time for strategic tasks.

Improve team performance

through managing the motivation and the loyalty of employees of different generations and views, as well as efficiently resolving conflicts.

You will learn:

To use your personal management style,

while maintaining a balance of non-directive and directive approaches.

To create a strong team,

while managing differences in employee potential and engaging employees of different generations and views.

To direct employees’ focus towards key goals

and assign strategic tasks to the team with the purpose of implementation.

To delegate

to your team with a clear vision of goals and meeting deadlines.

To cultivate a culture of trust

through analyzing the role of the leader, choosing the necessary position, incorporating feedback, accepting disagreements and focusing on finding solutions rather than “who’s guilty”.

To increase efficiency

of communication and innovation within teams.

To prevent burnout

and manage the state of the team’s resourcefulness during periods of instability.

To increase motivation and engagement in a team,

taking the context into account.

To resolve conflicts effectively

within the company without having a “losing side”.

The course consists
of 10 modules

In each module:

• Lectures
10 lectures on the current and most relevant issues in management

• Practice
10 3-hour practical lessons delivered through Zoom

• Homework
Tasks to consolidate skills in specialized workbooks

• Sessions with a coach
10 sessions with personal support from certified coaches

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Program and schedule of the course Engaging Leadership

Introductory lesson

What is engagement as a psychological concept?
Why is engagement needed, and why can’t we do without it?
How to understand whether a person is engaged.
“Democratorship” as a management style and how it affects engagement.

Lecture 1. Meta-skills

Practical lesson 1.

Analysis of habitual ways of perceiving people and events.
Developing attentiveness.
The practice of tracking filters of perception and their impact on the quality of communication.
Analysis of the influence of transference mechanisms and projections in current communications.
Working with facts and interpretations.
Training the meta-skill of “no judgment”

Lecture 2. Control loop

Practical lesson 2.

The structure of non-directive conversation. Reflecting and summarizing

The practice of conducting a conversation based on Myles Downey’s GROW model.
Training the meta-skill of “Awareness” in communication: what is now the focus of the conversation, what is the key component, what is secondary, from what and to where we move in the conversation.
Formation of the skill of observing one’s state and intention during communication.
Developing listening skills through Otto Scharmer’s “4 Levels of Listening” technique.
The practice of the skills of reflecting and summarizing within dialogue with a partner.

Lecture 3. Goals and what they mean for engagement

Practical lesson 3.

Setting goals and connecting them with business goals

The practice of recognizing, formulating and holding a specific position and intention when setting goals.
Training in formulating and maintaining specific focuses of attention when working with goals.
Tracking indicators of motivation in human behavior during communication.
The practice of using an algorithm to connect goals: employee goals, manager goals, company goals.

Lecture 4. From goal to plan

Practical lesson 4.

How to help an employee find their own ways of achieving goals

The practice of creating a space for a trusting and progressive conversation: how to ensure it and what difficulties it involves. Intention and position.
Training key skills and tools to help the employee in finding effective ways of achieving their goals and objectives.
Analysis of reality using examples of specific tasks: what are the specifics of the existing conditions for the implementation of an objective — resources, limitations.

Lecture 5. Delegating

Practical lesson 5.

Delegating. What to delegate and to whom

Analysis of facts and interpretations in relation to their employees using specific cases as examples.
Putting into practice the key principles of delegating: what, how, to whom.
Training in transferring over a task/project to an employee.
Dealing with personal barriers to delegating.
The practice of working with yourself when interacting with a difficult employee.
Creating a plan of “How I will be delegating.”

Lecture 6. Employee engagement in situations of uncertainty

Practical lesson 6.

Delegating. Employee engagement in situations of uncertainty

Analysis of key factors that influence managing people during periods of change: how to cope with your reactions, how to help employees.
The practice of integrating the key pillars of support of a leader in times of uncertainty.
Understanding the principles of working with each stage of the change cycle and training a wide array of tools.

Lecture 7. Cultivating a culture of trust

Practical lesson 7.

Cultivating a culture of trust

Analysis of the current situation in the team based on the theory of Patrick Lencioni.
Working with key factors in the work of a leader that shape trust within the team: analyzing the influence of the leader’s role.
The practice of working with vulnerability on a personal level.
Training the tools that allow you to cultivate a culture of trust in the long term.

Lecture 8. Supportive and developmental feedback

Practical lesson 8.

Supportive and developmental feedback

Analysis of the principles and conditions for a strong foundation of healthy feedback.
Feedback algorithm training: “I-message”, from fact to influence.
Working with the tools that allow you to create a balance of supportive and developmental feedback.
Analysis of factors and conditions necessary for systematic work with feedback within a team.

Lecture 9. Conflicts as “energy” for team development

Practical lesson 9.

How to resolve conflicts

The practice of communication from the perspective of an observer, and into the deeper meaning of a conflict.
Identifying the true needs of the parties within a conflict.
The search for intermediate agreements in difficult situations.
Training respect and attention to differences in order to prevent interpersonal conflicts.

Lecture 10. Creating engagement in group work

Practical lesson 10.

Creating engagement in group work

Analysis and training of the basic principles that ensure engagement in a group process.
The practice of observing and processing manifestations of different functional styles in group processes.
Training of non-directive management tools in group work.
A retrospective of the course.